Self Assessment Program Warning Flag 3 – Conclusion Bias
Self assessments can be a powerful tool for determining the unknown drivers of performance; their effectiveness derived from the diverse knowledge and experience of the multidiscipline team and the vast amounts of information from causal evaluations, work performance observations, executive, manager, employee, and customer interviews, financial reports, independent analyst reports, performance measures, and condition reports leveraged to perform these assessments. So rich and robust are these assessments that their credibility often goes unchallenged, yet a single flaw in the self assessment’s initial execution can make this power tool for continuous improvement an instrument of disaster.
Do you understand your buyer’s buying journey well-enough to influence it?
On September 20-22, the developer of the decision facilitation model Buying Facilitation® will be running a rare public training program in Boston to teach you how to help buyers buy. Sharon Drew Morgen, author of the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and seller’s can’t sell and what you can do about it, will be running her learning facilitation program for 18 participants.
Organizational Performance Measures Best Practice 1 – Vertical Cascading
Performance measurement systems should be anchored on the single measure of organizational success (defined by the organization's mission) and vertically cascaded down through the organization Each successive measurement tier becomes more specific than its predecessor with the lowest tier describing individual contributor behaviors and resulting outcomes.
Organizational Performance Measures Best Practice 11 – Predefined Action Thresholds
The value of organizational performance measures isn’t simply that they inform leaders and individual contributors of past and present state performance; rather, the power of performance measures comes from the actions they drive to improve future results. Therefore, organizational performance measures are most effective when they indicate when specific actions should take place. Predefined thresholds accomplish this objective.
Special Gift – Chat with the Experts™ Teleseminar with Jack Canfield, author of The Success Principles
On September 8, at 12:00 noon Central, America’s most sought-after workplace transformation expert, Roxanne Emmerich, will be interviewing Jack Canfield, America's #1 Success Coach and co-creator of the bestselling series Chicken Soup for the Soul®. During the interview Roxanne and Jack will be discussing his book The Success Principles: How to Get from Where You Are to Where You Want to Be
StrategyDriven Editorial Perspective – Expanding Uncertainty in the U.S. Financial Sector, part 3
Major changes in any established regulation cause great uncertainty and the recent revisions made to the financial industry’s governance are no exception. Indeed, the law firm of Davis Polk & Wardwell estimates that 243 new rules will be developed by 11 different government agencies as a part of the Dodd-Frank Wall Street Reform and Consumer Protection Act.1 What is misleading, however, is the notion that the act focuses only on the financial services industry. In reality, this ‘financial reform’ represents a Washington power grab that extends far beyond the confines of Wall Street and will undoubtedly affect almost all Americans.
Organizational Performance Measures Best Practice 6 – Diverse Indicators
A picture comprised of only one color is not a picture at all; rather, it is simply a field of color. Likewise, a single performance indicator cannot paint a picture of performance. To acquire complete understanding of the overall performance of products, services, business units, or individuals requires multiple indicators to compare and contrast the various and often complex aspects of their individual and interrelated behaviors.
The Business of Innovation – The Human Element
Innovation is the introduction of new things or methods and is the life blood of business today. Innovative companies realize remarkable marketplace rewards. The challenge before leaders is how to inspire their workforce to use the full measure of their creative power to advance the organization in new and better ways. The Business of Innovation is a five part series created by CNBC in association... Read More...
StrategyDriven Podcast Receives Top Honors in August
The StrategyDriven Team would like to thank you, our listeners, for helping us achieve the third place ranking for the StrategyDriven Podcast from among the over 2,900 business podcasts listed on Podcast Alley in August! Additionally, the StrategyDriven Editorial Perspective Podcast placed fourth among all business podcasts in only its third month. In each episode, our co-hosts and their guests present... Read More...
Organizational Performance Measures Best Practice 12 – Multiple Action Thresholds
Recovery from a significant event is costly and disruptive. While an expense, mitigating and preventing activities taken to prevent the event’s occurrence are typically far less expensive. From a business perspective, the challenge becomes that of balancing the value of risk reduction with that of the mitigating and preventative activities’ cost. A key contributor to the cost factors associated... Read More...
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The Five Dysfunctions of a Team: A Leadership Fable
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The Five Dysfunctions of a Team: A Leadership Fable
Featured Contributor
Nilofer Merchant is Chief Executive Officer of Rubicon Consulting.Must Listen: StrategyDriven Podcast Special Edition 32 – An Interview with Nilofer Merchant, author of The New How
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